BP Strategy Presentation - March 2010
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BP's strategy presentation outlines plans to grow production and profits while transitioning to a lower-carbon energy future. Key points include restoring revenues through operational improvements, controlling costs, accessing new resources, and investing in gas, renewables, and efficiency. BP aims to outperform peers through efficient exploration, high-quality refining assets, and growth in international businesses. The presentation identifies opportunities to improve earnings, returns, and project execution to realize BP's potential.
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BP Strategy Presentation - March 2010
- 1. BP Strategy Presentation London 2 March 2010
- 2. Tony Hayward Group Chief Executive
- 3. Cautionary Statement Forward Looking Statements - Cautionary Statement This presentation and the associated slides and discussion contain forward-looking statements, particularly those regarding expected future global consumption of energy; expected future energy mix; global economic recovery; expected increase in non-OECD oil consumption; growth in global oil demand; oil and gas prices; global refining capacity and utilization; refining margins; implementation of Operating Management System; expected further reduction in cash costs; production growth including anticipated average production growth of 1-2% p.a. out to 2015 and the potential to sustain growth to 2020; timing of project final investment decisions, start-ups and their anticipated contribution to total production; opportunity for growth through deepwater, gas and unconventional gas, management of some of the world’s giant oil fields; anticipated organic capital expenditure; anticipated access opportunities and exploration prospects; portfolio’s gas weighting and gas growth opportunities; profitability of our North American gas business at $4 Henry Hub price; Rumaila resources and production potential; TNK-BP capital investment, production growth, focus on cost efficiency to improve returns and development, timing, capital cost, resource opportunity, tax effect of projects; potential to further reduce unit production costs; potential savings through drilling efficiency improvements; expectation that the centralised development organisation will produce significant improvements in capital efficiency; R&M cost efficiency improvement potential and performance improvement through cost efficiency, improving efficiency, quality and integration of Fuels Value Chains and growth of margin share; timing of Whiting refinery modernisation project and its anticipated contribution to R&M profitability; timing of start-up of Nanjing Acetic Acid plant; R&M net investments levels relative to depreciation, expected future capital employed metrics and future post-tax returns; anticipated reduction of cash costs levels to below 2004 levels and improvement in refining portfolio breakeven levels; divestments; balance of cash inflows and cash outflows; strategy (including upstream – profit growth, cost and capital efficiency; downstream – turnaround, cost efficiency; alternative energy – focused and disciplined; corporate – efficiency); US wind business cash flow; and repositioning our solar business’ manufacturing to lower cost locations. By their nature, forward- looking statements involve risks and uncertainties because they relate to events and depend on circumstances that will or may occur in the future. Actual results may differ from those expressed in such statements, depending on a variety of factors, including the timing of bringing new fields on stream; future levels of industry product supply; demand and pricing; OPEC quota restrictions; PSA effects; operational problems; general economic conditions; political stability and economic growth in relevant areas of the world; changes in laws and governmental regulations; regulatory or legal actions; exchange rate fluctuations; development and use of new technology; changes in public expectations and other changes in business conditions; the actions of competitors; natural disasters and adverse weather conditions; wars and acts of terrorism or sabotage; and other factors discussed elsewhere in this presentation. For more information you should refer to our Annual Report and Accounts 2009 and our 2009 Annual Report on Form 20-F filed with the US Securities and Exchange Commission. Reconciliations to GAAP - This presentation also contains financial information which is not presented in accordance with generally accepted accounting principles (GAAP). A quantitative reconciliation of this information to the most directly comparable financial measure calculated and presented in accordance with GAAP can be found on our website at www.bp.com Cautionary Note to US Investors - We use certain terms in this presentation, such as “resources” that the SEC’s rules prohibit us from including in our filings with the SEC. U.S. investors are urged to consider closely the disclosures in our Form 20-F, SEC File No. 1-06262. This form is available on our website at www.bp.com. You can also obtain this form from the SEC by calling 1-800-SEC-0330 or by logging on to their website at www.sec.gov. March 2010 3
- 4. Today’s agenda Introduction Tony Hayward • Environment • Progress so far • What’s next? Exploration & Production Andy Inglis Refining & Marketing Iain Conn Conclusions Tony Hayward Q&A 4
- 5. Long-term energy outlook Energy consumption to 2030 400 Demand 300 Non-OECD Mboed • Growth resumes post 200 recession • Driven by non-OECD 100 OECD • Evolution to lower-carbon 0 2000 2010 2020 2030 economy 400 Supply 300 Renewables Hydro • Diverse energy mix required Mboed Nuclear 200 Coal • Leveraging technology Gas 100 • Carbon pricing Biofuels Oil 0 2000 2010 2020 2030 Source: BP estimates 5
- 6. BP’s approach to a lower-carbon future • Energy efficiency within BP operations • Including the price of carbon in investment decisions • Promoting lowest-cost energy pathways e.g. gas for power generation • Continued investment in Alternative Energy − biofuels − wind − solar − carbon capture and sequestration • Investing in research and technology 6
- 7. Upstream: uncertain price environment 160 28 140 24 Natural Gas-Henry Hub $/mmbtu 120 20 100 Brent $/bbl 16 80 12 60 8 40 20 4 0 0 2004 2005 2006 2007 2008 2009 2010 7
- 8. Downstream: refining margins and utilization 12 87 $9.9 10 86 Global Indicator Margin $/bbl $8.6 $8.5 85 Global Utilization(1) % 8 $6.4 $6.5 84 6 $4.5 $4.4 83 $4.1 $4.0 4 82 $2.2 $2.2 2 81 0 80 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 YTD (1) Global refinery throughput / Global refinery capacity. Source: BP Statistical Review of World Energy June 2009. BP estimates for 2009/2010. 8
- 9. Forward Agenda Safe and reliable operations • Continue journey in personal safety • Implement Operating Management System • Compliance People • Building capability • Leadership and behaviours Performance • Restore revenues • Reduce complexity and cost 9
- 10. Safe, reliable and efficient operations Recordable Injury Frequency Integrity Management Major Incidents(1) 1.5 35 30 Industry range 1.0 - six majors 25 20 15 0.5 10 5 0.0 0 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2004 2005 2006 2007 2008 2009 Loss of Primary Containment Incidents 200 150 100 50 0 1Q08 2Q08 3Q08 4Q08 1Q09 2Q09 3Q09 4Q09 (1) Data for 2008 and 2009 is aligned to incident impact severity rather than volume released 10
- 11. People and organization • Leadership and culture • Restructuring and delayering • Skills and capability • Diversity and inclusion • Reward for performance Changing the culture 11
- 12. Restoring revenues Production Rolling 4-quarters to 4Q09 Refining availability(1) 100% 4500 95% BP 4000 ExxonMobil 90% 3500 mboed 85% Shell 3000 80% Chevron 2500 75% Total 2000 70% 1Q00 1Q01 1Q02 1Q03 1Q04 1Q05 1Q06 1Q07 1Q08 1Q09 2004 2005 2006 2007 2008 2009 Note: Chevron includes Texaco, prior to the merger Barrels of oil equivalent as reported in company disclosures (1) Solomon availability 12
- 13. Controlling cash costs Cash costs - indexed (Total BP Group) 150 140 130 120 110 100 90 80 2004 2005 2006 2007 2008 2009 A definition of cash costs can be found on our website at www.bp.com 13
- 14. 2009 momentum versus peers Underlying Net Income $bn(1) 14.6 19.2 11.6 9.5 10.9 Year on Year % -44% -56% -59% -58% -47% Cash from Operations $bn 27.7 28.4 21.0 19.4 17.2 Year on Year % -27% -52% -52% -35% -37% Reported Volumes mboed 3998 3932 3152 2704 2281 Year on Year % 4% 0% -3% 7% -3% Market Capitalisation $bn(2) 181 323 185 154 150 vs. end 2008 % 24% -21% 13% 3% 15% Capital Expenditure $bn(3) 20.0 27.1 30.6 22.2 18.6 Year on Year % -8% 4% 2% -2% -7% (1) For BP underlying net income is replacement cost for the year adjusted for non-operating items and fair value accounting effects. For other companies, underlying includes adjustments for all identified non-recurring items. (2) as at 31/12/2009 (3) BP organic; ExxonMobil, Royal Dutch Shell, Chevron and Total as disclosed 14
- 15. Strategic progress in 2009 E&P • New access: Iraq, Indonesia, Jordan, new acreage in US Gulf of Mexico and Egypt • Exploration and appraisal success: Tiber, Mad Dog South, Angola Block 31 • Major projects: 7 start-ups and 2 sanctioned developments • Resource replacement: over 250% • Reserves replacement: 129% • Production growth: 4% R&M • Revenues restored: US refining portfolio fully operational • Simplification: US convenience retail, reduced marketing footprint • Cost efficiency: cash costs down by more than 15% on 2008 Alternative Energy • Focused and disciplined: $4bn invested since 2006 Corporate Simplification • Headcount: reduced by ~ 7500 to date • Cash costs: down by more than $4bn in 2009 Reserve replacement as reported on a combined basis of subsidiaries and equity accounting entities, excluding acquisitions and divestments 15
- 16. Portfolio quality Efficient and successful explorer Strong reserve replacement Robust medium-term growth track record (1) (excluding oil sands, using year-end pricing) 5 Majors' relative performance 2004 - 2008 120% 5-Year Average Organic RRR ’04-’08 5,000 Discovered resource bnboe 100% 4 BP TNK-BP Angola 4,000 80% Gulf of Mexico 3 CVX RDS Asia Pacific 3,000 60% TOT mboed South America 2 N Africa, Middle East and Caspian XOM 40% 2,000 Trinidad 1 20% 1,000 North Sea COP North America Onshore 0 0% 0 5 10 15 2009 2010 2011 2012 2013 2014 2015 2008 Exploration spend $bn (1) BP estimates using company disclosure 2010-2015 BP projections at $60/bbl Leverage to improved recovery High quality refining World class international businesses bn boe 250 41 • Material market shares Average Refinery Size (kbd) • 40% of capital Total oil Produced employed in growth and gas 200 markets initially in Currently 18 place unrecoverable Proved • Leading technologies hydrocarbon Divested • Strong customer 150 BP Divestments ’00-’09 relationships Non-proved Alliance Mombasa Coryton Reichstett • Premium brands 45 Grangemouth Salt Lake Lavera Singapore • Margin share growth Mandan Yorktown 100 7 8 9 10 11 Nelson Complexity +1% = 2 bnboe Source: Oil & Gas Journal 2010 16
- 17. The opportunity Earnings vs Peers ROACE vs Peers Refining efficiency Underlying net income gap $bn Underlying ROACE Refining performance 5 100 40% 2012 95 2004 0 35% 2009 Solomon Availability % 90 30% Other (5) Supermajors 85 25% 80 (10) 20% BP 75 2007 (15) 15% BP gap to Shell 70 140 130 120 110 100 BP gap to ExxonMobil 10% (20) R&M refining cost efficiency(1) (absolute) 5% Year BP portfolio average Top 3 R&M refinery sites (25) 2001 2002 2003 2004 2005 2006 2007 2008 2009 0% (1) Based on Solomon non-energy operating expense per 2003 2004 2005 2006 2007 2008 2009 Effective Distillation Capacity (indexed to top three R&M refineries) Performance gap in US Drilling efficiency Projects efficiency Fuels Value Chains Project Cost Performance Pre-tax RCOP per barrel, rolling 4Q indexed 200 Industry 120% 5% $500m 15% 150 Average Drilling Capital $m Opportunity Sanction 100% 100 Estimate Best 50 in US Basin 0 Peers (50) BP (100) 2009 Inflation Project 3Q09 4Q09 1Q07 1Q05 2Q05 3Q05 4Q05 1Q06 2Q06 3Q06 4Q06 2Q07 3Q07 4Q07 1Q08 2Q08 3Q08 4Q08 1Q09 2Q09 BP Actual Management Performance Source: Benchmarking data based on BP internal Data based on BP Operated Major Projects and industry portfolio in 2004-2008 17
- 18. Realising the opportunity • Capital efficiency • Cost efficiency • Technology • Culture 18
- 19. Andy Inglis Chief Executive, Exploration & Production
- 20. Leadership positions in the world’s most prolific hydrocarbon basins 320mboed 940mboed 680mboed North Sea TNK-BP North America Onshore 570mboed N. Africa, Middle East 460mboed and Caspian 440mboed Gulf of Mexico Trinidad & Tobago 180mboed Asia Pacific 210mboed Angola 200mboed South America 2009 production figures rounded to the nearest 10mboed at actual prices 20
- 21. 2009 exploration and access CANADA EGYPT Ellice J-27 Nile Delta BP (25%) 2,900km2 net in two blocks JORDAN Risha 7,000km2 block US SHALE GAS Eagle Ford IRAQ New ~5tcf position Rumaila Redevelopment of supergiant PAKISTAN Onshore US GULF OF MEXICO 5,000km2 in two blocks Tiber BP (62%) and operator Giant oil discovery INDONESIA US GULF OF MEXICO Kalimantan 61 leases from OCS 208, 210 Net 640km2 of ANGOLA Coal Bed Methane Leda, Oberon, Tebe Exploration Block 31 INDONESIA BP (27%) and operator West Papua Access Nineteen discoveries in block 2620km2 net in two blocks 21
- 22. Sustaining a leading track record BP net resource additions as Majors' relative performance discovered / accessed 2004–2008 4 5 Resource play* Extensions BP net resource additions bnboe New discoveries BP 4 Discovered resource bnboe 3 3 CVX RDS TOT 2 2 XOM 1 1 COP 0 0 2005 2006 2007 2008 2009 0 5 10 15 Exploration spend $bn Source: BP internal Discoveries, extensions and additions for subsidiaries and Sources: associates, resources accessed directly (1) Resources: IHS on comparable basis except BP - internal data * Resource play reflects direct access to resources (2) Costs: Wood MacKenzie 22
- 23. Resources to reserves to production Exploration and Access Prospect Inventory Exploration Discovered Field Extensions and Start 2005 Discoveries Resource Access Improved Recovery End 2009 38.9 bn boe Non-proved Resources 45.3 bn boe 18.3 bn boe Proved Reserves 18.3 bn boe 1.5 bn boe PRODUCTION 1.5 bn boe Total resources : production 39 years Total resources : production 43 years Resources and reserves on a combined basis of subsidiaries and equity-accounted entities 23
- 24. Diverse resource base and reserves additions 2009 Resource Base 2009 Reserves Additions % Conventional oil Proved: 18.3 bn boe TNK-BP Asia Pacific Deepwater oil 12 years Angola Water-flood Gulf of Mexico viscous and heavy oil South America Conventional gas N. Africa, Middle East and Caspian LNG gas 31 years Trinidad & Tobago North Sea Unconventional gas Non-proved: 45.3 bn boe North America Onshore Resources at end-2009 on a combined basis of subsidiaries and equity-accounted entities. 2009 reserves additions are price adjusted 24
- 25. Growth to 2015 mboed 5,000 TNK-BP Angola 4,000 Gulf of Mexico Asia Pacific 3,000 South America 2,000 N. Africa, Middle East and Caspian Trinidad & Tobago 1,000 North Sea 0 North America Onshore 2008 2009 2010 2011 2012 2013 2014 2015 2010-2015 BP projections at $60/bbl 25
- 26. Planned Final Investment Decisions 2010–11 2010 Project FIDs 2011 Project FIDs Tubular Bells Gulf of Mexico Block 18 West Angola Mars B Gulf of Mexico Block 31 SE Angola Atlantis Phase 2 Gulf of Mexico Shah Deniz FFD* Azerbaijan Galapagos Gulf of Mexico Mad Dog Phase 2 Gulf of Mexico Na Kika Phase 3 Gulf of Mexico Na Kika Phase 4 Gulf of Mexico Horn Mountain Phase 2 Gulf of Mexico Tangguh Expansion Asia Pacific West Nile Delta Gas Egypt Juniper Trinidad & Tobago WoS Q204 North Sea Clair Ridge North Sea Devenick North Sea Kinnoull North Sea Chirag Oil Azerbaijan Sunrise Canada In Salah Southern Fields North Africa Verkhnechonskoye FFD* Phase 1 TNK-BP Uvat East Expansion TNK-BP Suzun TNK-BP * Full field development 26
- 27. Project start-ups 2010–2015 North Sea Skarv * Russia (TNK-BP) Valhall Redevelopment * Russkoye Alaska Devenick * Suzun Liberty * Canada Kinnoull * Verkhnechonskoye FFD Canada Noel * Clair Ridge * Sunrise WoS Q204 * Azerbaijan Gulf of Mexico Chirag Oil * Great White Galapagos * Egypt Na Kika Phase 3 * WND Gas * Middle East Mad Dog Phase 2 * Na Kika Phase 4 * Algeria & Libya Oman FFD * Tubular Bells * In Salah Gas Compression Freedom In Salah Southern Fields Kaskida * In Amenas Compression Trinidad & Tobago Mars B Serrette * Horn Mountain Phase 2 * Asia Pacific Trinidad Compression * Atlantis Phase 3 * North Rankin 2 Juniper * Angola Tangguh Expansion * B31 PSVM * Sanga Sanga Coal Bed Methane Pazflor Clochas Mavacola Angola LNG Kizomba Satellites Phase 2 B18 West * CLOV 1000 2010 Start Ups 2011 Start Ups 400 2012-2015 Start Ups 2012 2015 * BP Operated 2012 and 2015 BP projections at $60/bbl 27
- 28. Capital investment 2005–2010 Organic capital expenditure $bn 20 15 Pan American Energy 10 TNK-BP 5 BP 0 2005 2006 2007 2008 2009 2010 Organic Capital Expenditure above excludes: 2006 – Rosneft; 2007 – asset exchanges with Occidental 2008 – accounting treatment related to our transactions with Husky and Chesapeake 2009 – BG asset swap and Eagle Ford 2010 – BP projections 28
- 29. Growth beyond 2015 Deepwater Gas Giant Fields (Unconventional) 29
- 30. Leading deepwater company 700 600 500 400 mboed 300 200 100 0 2009 net production. Source: Wood MacKenzie Deepwater refers to all fields in >500m water depth 30
- 31. Gulf of Mexico – further growth potential New Orleans Gulf of Mexico Production to 2020 500 Ram Houston New Hubs Powell Production mboed Horn Mtn. Subsea Nile Tiebacks Marlin Thunder Horse and Thunder Horse and Atlantis Pompano Dorado Base & Wedge King NaKika 0 Tubular Bells Santa Cruz 2000 2005 2010 2015 2020 Isabela Mars Thunder Horse Ursa Kodiak 1,500’ Freedom Holstein Atlantis Diana Mad Dog Hoover Existing Production Tiber Kaskida Discoveries/ Developments BP Blocks Great White BP Pipelines 0 N 100 Miocene Paleogene Industry Pipelines Miles 31
- 32. Global gas Alaska Gas Skarv Devenick Rospan Harding Area Gas Noel Culzean Wamsutter San Juan WND Shah Deniz FFD Fayetteville Libya Gas Coal Bed Methane Woodford Bourarhat Jordan China Eagle Ford Haynesville Satis Oman Serrette Juniper Colombia Sanga Sanga Tangguh Coal Bed Methane Expansion Angola LNG Browse 50 North Rankin 2 Unconventional Conventional 80 PAE Core Gas Producing Areas Gas Growth Developments Total Gas Gas Exploration and Appraisal Resource (tcf) Resources at end-2009 on a combined basis of subsidiaries and equity-accounted entities 32
- 33. North America Gas Increase in Well Productivity – Noel Tight Gas Woodford Shale Initial Production Rate 60% 20% Pre-BP BP BP 1st 10 wells latest 10 wells Greater Green River Wamsutter Tight Gas San Juan Coal Bed Methane San Juan Anadarko Hugoton Fayetteville Shale Arkoma Woodford Shale Haynesville Shale Permian E. Texas S. Louisiana S. Texas Eagle Ford Shale 33
- 34. Managing the world’s giant oilfields • Track record in giant oilfield development − Prudhoe Bay − ACG − Samotlor − Thunder Horse • Rumaila* − 66bn bbls oil in place − 12bn bbls produced − 17bn+ bbls further potential * Resource in place, produced and potential figures represent BP estimates 34
- 35. TNK-BP update 2009: continued success story • Governance and shareholder alignment • Safer operations • Volume growth • Solid financial performance 2010: expected performance • Investment $4bn • Production growth 1-2% • Continued focus on cost efficiency • Focus on development of Greenfield projects 2010 BP projections 35
- 36. TNK-BP: future growth Core production areas Project areas * 2009 start-ups Yamal Projects Moscow Suzun Tagul Russkoye Nyagan Rospan Kamennoye* Samotlor Uvat* Orenburg Novosibirsk Verkhnechonskoye 36
- 37. Technology: at the heart of our portfolio Technology Flagships • Advanced Seismic Imaging Conventional ISSTM Method Cableless trials • Beyond Sand Control Deepwater • Efficient Reservoir Access Imaging – resource access • Field of the Future • Gulf of Mexico Paleogene • Inherently Reliable Facilities • Pushing Reservoir Advanced Intelligent Minimizing sand control targeting footprint Limits Gas Drilling – well productivity • Unconventional Gas • Unconventional Oil • Subsea Well Intervention/ Deepwater Facilities Designer water Available water Modified water Giant oilfields Recovery – displacement 37
- 38. Growth to 2020 • Average 1-2% p.a. volume growth to 2015 • Increasing potential to sustain growth to 2020 • Underpinned by growing resource base and quality through choice • Key sources of growth beyond 2015 will come from: − Expanding deepwater − Leveraging expertise in gas − Managing world’s giant oilfields • Enabled by application of technology 38
- 39. Efficiency growth: key sources Developing organization Enhancing (creation of Centralized Deepening capital Developments Organization) capability discipline 39
- 40. Supply chain opportunity Value Contribution • Success in capturing deflation in 2009 • Category management r enables sustainable c to r improvement Se ade Le • Centralized Developments her Organization accelerates Ot Cs implementation IO r he s Ot C IO Level of Maturity Stage 1 Stage 3 Stage 2 Stage 4 Transactional Supplier Leveraging Best in Class Purchasing Integration 40
- 41. Momentum on production costs 12 10 ExxonMobil Chevron Production costs ($/boe) Shell 8 ConocoPhillips 6 BP Total 4 2 0 2003 2004 2005 2006 2007 2008 2009 Production costs and production from reserves per annual Supplemental Oil and Gas disclosure in 10-K / 20-F. Consolidated subsidiaries only. Data prior to 2009 excludes mined oil sands. Total’s 2009 production costs estimated based on disclosure from 4Q09 results presentation. 41
- 42. Projects efficiency opportunity Project Cost • Project spend 20% above Performance sanction estimate over last 5 years 120% 5% 15% • Close the gap by: 100% Sanction − Supply chain management Estimate to better mitigate inflation and deliver higher quality − Centralized Developments Organization to improve project execution Inflation Project Management Data based on BP Operated Major Projects portfolio in 2004-2008 42
- 43. Drilling efficiency opportunity • Drilling performance improved 15% over 2 years Industry Average • Global benchmarks 1st / 2nd Opportunity Drilling Capital $m quartile in most SPUs Best in • Efficiency gains resulted in Basin $0.5bn savings in 2009 2009 BP Actual Performance Source: Benchmarking data based on BP internal and industry (e.g. Rushmore Reviews) databases 43
- 44. Profit growth, cost and capital efficiency • Diverse portfolio, underpinned by a growing resource base • Strong strategic, operational and cost momentum in 2009 • Average 1-2% p.a. volume growth to 2015 • Increasing potential to sustain growth to 2020 • Changes in process to sustainably drive capital and cost efficiency 44
- 45. Iain Conn Chief Executive, Refining & Marketing
- 46. The Downstream turnaround • Safe operations and OMS(1) • Behaviours and core processes • Restoring missing revenues and earnings momentum • Business simplification • Repositioning cost efficiency (1) OMS – Operating Management System 46
- 47. Phase 1 - Competitive gap is closed Underlying ROACE(1) % (post tax) Underlying Net Income $/bbl (3) 30 6 25 5 20 4 15 3 10 2 5 1 0 0 2003 2004 2005 2006 2007 2008 2009 2003 2004 2005 2006 2007 2008 2009 Competitor average(2) BP R&M Competitor range(2) (1) BP and competitor return on average capital employed data adjusted to comparable basis (2) Competitor set comprises R&M segments of Super Majors (3) Capacity as stated in F&OI / Company Disclosures 47
- 48. Performance recovery 2007–2009 9 e ng e Ra c an 8 fo rm er Pre-tax underlying RC profit $/bbl lP ica or 7 H ist 6 ~ $5bn 2005 2004 5 2006 4 2007 2009 3 2008 2 1 0 0 2 4 6 8 10 BP’s Refining Global Indicator Margin (GIM) $/bbl Regression line established from rolling 4Q averages in period 2001–2004 Based on nameplate capacity as stated in F&OI = maximum sustainable rate for a 30 day period 48
- 49. Performance momentum 2007–2009 BP’s Refining Global Indicator Margin (GIM) Pre-tax underlying RC profit $bn 2.1 (1.8) (3.3) 3.9 2.7 3.6 3.3 2007 Environment Performance 2008 Environment Performance 2009 Improvement Improvement GIM 9.9 6.5 4.0 $/bbl Environment adjusted for refining margins, petrochemical margins, forex and energy costs 49
- 50. Our portfolio and performance 2007–2009 2009 average pre-tax operating Pre-tax underlying RC capital employed $bn profit $bn Fuels Value Chains 2007 2008 2009 Convenience Fuels Marketing 1.2 2.0 3.1 14 and Supply Refining 1.2 (0.7) (1.6) 21 International Businesses Lubricants 1.5 2.0 2.1 Petrochemicals 9 Global Fuels Total Refining & Marketing 3.9 3.3 3.6 Relative areas in pie charts based on average operating capital employed (pre tax) 50
- 51. Sources of gap closure 2007–2009 2007 2008 2009 Repositioning cost efficiency $0.6bn Simplification $1.4bn Restoring revenues & earnings momentum $2.8bn $4.8bn(1) (1) Based on underlying pre-tax RC profit per annum, adjusted for refining margins, petrochemical margins, forex and energy costs 51
- 52. $/bbl 10 12 0 2 4 6 8 1990 1991 1992 1993 1994 GIM adjusted to 2009 $ 1995 1996 1997 1998 1992–2003 range 1999 2000 2001 Refining margins 1990–2009 2002 2003 2004 2005 2006 2007 2008 2009 52
- 53. Phase 2 – Winning performance in a challenging environment 10 9 Pre-tax underlying RC profit $/bbl 8 7 6 2005 2004 5 2006 4 2007 2009 3 2008 2 1 0 0 2 4 6 8 10 BP’s Refining Global Indicator Margin (GIM) $/bbl Regression line established from rolling 4Q averages in period 2001–2004 Based on nameplate capacity as stated in F&OI = maximum sustainable rate for a 30 day period 53
- 54. Performance opportunity: efficiency, quality and integration 2007 2008 2009 2010 2011 2012 Repositioning Repositioning cost efficiency >$1.5bn cost efficiency Portfolio quality Simplification >$0.5bn & integration Restoring revenues & Up to Growing margin share earnings momentum $0.5bn Values based on underlying pre-tax RCP per annum at 2009 conditions 54
- 55. Repositioning cost efficiency BP R&M cash cost index 140 130 120 110 100 2004 Baseline 90 80 70 60 50 2004 2005 2006 2007 2008 2009 Cash cost index Cash cost index at constant forex and energy Adjusted to exclude major historic divestments 55
- 56. Improving efficiency Refining Refining performance 100 • Planning and execution 2012 95 2004 2009 • Turnarounds and projects Solomon Availability % 90 85 • Contractor management 80 • Sourcing 75 2007 70 • Energy efficiency 140 130 120 110 100 R&M refining cost efficiency(1) Year BP portfolio average Top 3 BP refineries (1) Based on Solomon non-energy operating expense per Effective Distillation Capacity (indexed to top three R&M refineries) 56
- 57. Improving efficiency Other sources • Manufacturing efficiency • Procurement & Supply Chain Management • Business service centres • Business process efficiency • Overheads and functions • Logistics and marketing channels • Focused footprint 57
- 58. Fuels Value Chains: quality & integration • Right markets, right locations • Advantaged refineries and logistics • Quality products and brands • Marketing and channel management • Supply optimisation and trading • Common processes and back office Customer Crude 58
- 59. Global refining quality Average Refinery 2008–2009 Size (kbd) Utilization % 250 BP Divestments ’00–‘09 Alliance Mombasa (1) Coryton Reichstett 200 Grangemouth Salt Lake Lavera Singapore Mandan Yorktown Divested 150 Size represents absolute scale of Refining portfolio 100 7 8 9 10 11 (10)% (5)% 5% 10% Nelson Complexity Source: Company disclosures, F&OI, ARA (1) Light shaded area represents utilization Source: Oil & Gas Journal 2010 improvement from restoring Texas City 59
- 60. Whiting Refinery Modernization Project • Major rebuild of CDU to process heavy crude • New world scale 100kbd state of the art 6 drum coker • New world scale sulphur removal and gas oil hydrotreating units • Refinery infrastructure upgrade • Leveraging location advantage • Commissioning 2012 60
- 61. Whiting Refinery Modernization Project Sources of value 600 Indexed Pre-tax underlying RC profit $/bbl 500 Mid West post project performance for a range of WTI – Lloydminster 400 differentials 300 Mid West historical 200 performance range 100 0 0 2 4 6 8 10 12 Mid West Refining Indicator Margin $/bbl Regression line established from rolling 4Q averages in period 2002–2006 Based off nameplate capacity as stated in F&OI = maximum sustainable rate for a 30 day period 61
- 62. International Businesses: quality and growth • Material market shares • 40% of capital employed in growth markets • Leading technologies • Strong customer relationships • Premium brands • Margin share growth 62
- 63. Net investment 5 4 3 2 Organic capex 1 Depreciation 0 $bn (1) Total net investment (6) (7) 2005* 2006 2007 2008 2009 2010 2010 BP projections * Includes $8.3bn proceeds for Innovene sale 63
- 64. Safety, efficiency, quality and integration • Safe and reliable operations remains #1 • Over $2bn p.a. of pre-tax performance opportunity in 2–3 years • Costs: return to below 2004 levels • Refining: targeting break-even in similar environment to 2009 • Whiting Refinery Modernization Project on-stream during 2012 • Portfolio: focus on quality and integration • Margin share growth • Sustainable contribution to group cash flow and dividend 64
- 65. Tony Hayward Group Chief Executive
- 66. Realising the opportunity Exploration and Production • Production − Average 1-2% p.a. volume growth to 2015 − Increasing potential to sustain growth to 2020 • Efficiency − Projects: improve capital efficiency − Drilling: close gap to best well in each basin − Production costs: maintain momentum Refining and Marketing • Costs: return to below 2004 levels • Refining: targeting break-even in similar environment to 2009 66
- 67. Capex and divestments 2008–2010 $bn 2008 2009 2010 Exploration & Production 15.6 14.7 ~ 15 Refining & Marketing 4.7 4.1 <4 Other (including Alternative Energy) 1.4 1.2 <1 Organic capital expenditure 21.7 20.0 ~ 20 Divestments 0.9 2.7 2-3 2010: BP estimates 67
- 68. Strategy • Upstream profit growth, cost and capital efficiency • Downstream turnaround, cost efficiency • Alternative Energy focused and disciplined • Corporate efficiency 68
- 69. Q&A Tony Hayward Byron Grote Group Chief Executive Chief Financial Officer Andy Inglis Iain Conn Chief Executive Chief Executive Exploration & Production Refining & Marketing 69